-AJAY.S.P.(13MB5305)

Neyveli Lignite Corporation Limited, a “NAVRATNA” Government of India Enterprise, has a history of achievements in the last 58 years since its inception in 1956.

A pioneer among the Public Sector Undertakings in Energy sector.

It has a got a turnover of Rs 6992 Crores and yielded a profit of around Rs 1502 Crores Last Financial Year.

It operates Three Open cast Lignite Mines extracting 28.5 Million Tons per Annum and Three Thermal Power Stations with a total installed capacity of 2490 Mega Watts.

The electric power industry provides the production and delivery of electricity in sufficient quantities to areas that need through a grid connection. The grid distributes electrical energy to customers. Electric power is generated by central power stations or by distributed generation.

Thermal Power Station –I has been expanded based on the additional lignite available from Mine –I Expansion. The Scheme was sanctioned by the Government of India in February 1996 with a sanctioned cost of Rs. 1590 Crores.

This plant alone generates electricity of around 420 MW.

The purpose of the study is to analyze the individual employee’s performance of the Company in a year by using the Key Performance Analysis (KPA) system.

KPA system is effective in determining the technical, functional and cross functional skills of the individuals.

This study gives a detailed description of the KPA system as well as how scientifically evaluates the performance of the Executives and Supervisors.

According to the mark scored in the Performance Cum Competency Scorecard (PCCS), the bonus and incentives of the individuals are awarded so that it forms as a basic tool to improve their performance in upcoming years to achieve the organization goal.

Therefore this study is used to know the importance of KPA system in this Corporation and how well it can be used objectively to evaluate scientifically, without bias the individual performance to achieve the organization objectives.

IPAS is done in NLC upto the level of DGM and NUS from 2012-13.

It is formed in order to promote Performance Oriented Culture.

Enable continuous objective monitoring and evaluation of executives and supervisor against predefined targets.

Identify training requirements to meet competency gap.

Transparency is evident.

Provide the assessment of competencies in present job as well as the responsibilities to be given in mere future.

GRADE ROLE BAND

NUS(S1-S4) Role Band-I

E-1,E-2,E-3 Role Band-II

E-4,E-5& E-5A Role Band –III

E-6&E-6A Role Band -IV(i)

E-7 Role Band-IV(ii)

SL.NO ACTIVITY DATE

RESPONSIBI

LITY

CENTER

1 Performance planning 1st april-25

th April Reporting

Officer

2 Submission of PCCS Card

after Performance

planning to HR

30th

April Reporting

Officer

3 Issue of PCCS Card for

mid year review

20th

sep to 30th

sep HR department

4 Mid year performance

review

1st to 15

th October Reporting

officer

5 Submission of PCCS Card

after mid year review to

HR

20th

Oct to 30th

October Reporting

officer

6 Issue of PCCS Card for

annual assessment

15th

march to 31st march HR department

7 Annual assessment 1st April to 25

th April Reporting

officer

Reviewing

Officer

I&II

8 Submission of completed

PCCS Card to HR

30th

April to 5th

may Reviewing

officer II

9 Normalization /acceptance 6th

may to 30th

may Accepting

Authority (HR

to Coordinate)

10 Communication and

feedback to appraise

June Reporting

Officer

(Administrativ

e Support from

HR

department)

PERFORMANCE CUM COMPETENCY SCORE CARD(PCCSC)

Description

Role

band -I

Role

band-II

Role

band-III

Role

band –

IV(i)

Role

band-

IV(ii)

NUS(S1-

S2)

E1,E2,E

3

E4,E5,E5

A

E6&E

6A E7

Company MOU

index 5

Unit /division

MOU index 10 10 10 10 10

Individual/functio

nal Assignment

index

60 50 30 25 20

Role index based 10 15 15

Common index

based 10 10 10 10 10

TOTAL 80 70 60 60 60

COMPE

TENCIE

S/

SKILS

SET/

TRAITS

Functional

/technical 15 20 20 20 20

Cross sectional 10 10 10

Behavioral 5

Executive

Ability 10

Managerial 10 10

Leadership 10

TOTAL 40

GRAND

TOTAL 100 100 100 100 100

After the above process by the Reviewing Officers, PCCS Cards will be sent to the respective Accepting Authorities for final assessment and according grading as detailed here under.

Total Marks

out of 100

90& above Below 90 up

to 75

Below 75 up

to 60

Below 60 up

to 45

Below 45

Overall

grading

Out standing Very good Good Fair Poor

The Appraise and the reporting officer, has to conduct mid year review between Oct 1 to Oct 15 to track the progress on the KPAs and support (if any) required from the management to the appraise in achieving the targets.

The Appraise has to record the Road Blocks / constraints (if any) and required for completing the KPAs at part-II of the format.

The reporting officer shall document his views/ comments at part-II of the format at the end of the Midyear review.

PART-II

MID YEAR REVIEW (1ST OCT -15TH OCT)

Review on progress on the KPAs

Road blocks / constraints :

Areas of management support required:

signature of appraise

Comments of the reporting officer:

Signature of reporting officer

For use at the end of the Assessment year/ period by the appraise

The appraise

may record here

constraints faced

(if any)

NOTE: The Appraise may record in the space provided below special Achievements /

significant contributions (if any) during the assessment year/ period:

Signature of appraise

The Appraise has to evaluate his performance on the KPA/ targets at the end of the Assessment year/period, and shall record his actual performance against the target.

The reporting officer need to discuss the performance with the appraise and provide feedback, coaching and shall also identify/suggest Training & Development needs of the Appraise.

The reporting officer and reviewing Officer I&II shall evaluate the appraise against the weight-ages of respective KPA parameters / targets and the competencies.

Part –III competencies

(to be rated at the end of the assessment year/period )

S.No Competencies Marks

awarded by

reporting

officer(out of

20)

Marks awarded

by reviewing

officer-I (out of

20)

Marks

awarded

by

reviewing

officer-II

(out of

20)

A Functional& technical *(20 marks ) (any 5 competencies to be rated and all carry

equal weight age of 10 marks each)

A1

.

.

.

A5

Sub total for functional &

Technical(A)

Converted score for

A(multiply the sub-total with

0.4)(out of 20)

B Cross functional **(10

marks)(4 competencies

to be rated and all

carry equal weight-age

of 10 marks each)

Marks

awarded by

reporting

officer (out

of 10)

Marks

awarded by

reviewing

officer (out

of 10)

Marks

awarded by

reviewing

officer-II

(out of 10)

B1

.

.

.

B4

Sub total for cross

function (B)

Converted score for

B(multiply the sub-total

with 0.25) (out of 10)

C Managerial competencies

(10 marks)(5 to be chosen

by the reporting officer

at the end of the

Assessment year from the

list below and all carry

equal marks of 10 each)

Marks

awarded by

reporting

officer (out

of 10)

Marks

awarded

by

reviewing

officer-I

(out of 10)

Marks

awarded

by

reviewing

officer-II

(out of 10)

C1 Developing self & others

C2 Communication and

presenting

C3 Planning and organizing

C4 Quality and customer

focus

C5 Analyzing and interpreting

C6 Creating and

conceptualizing

C7 System orientation

C8 Result orientation

Sub total for managerial

competencies (c)

Converted score for

C(multiply the sub total

with 0.2)

Sum total of converted

score (A+B+C)(out of

20+10+10=40)

Part –V(to be filled in at the end of the assessment year(1st April to 30

th

April)/period

Score summary

Part Details Maximum

marks

Marks awarded by

Reporting

officer

Reviewin

g officer-I

Reviewin

g officer-

II

Normalizati

on

committee/

accepting

authority

I Sum total of

KPAs

(1+2+3)

60

III Sum total of

A(functiona

l &

technical

competenci

es)

20

Sum total of

(cross

functional

competenci

es)

10

Sum total of

C(manageri

al

competenci

es)

10

Grand total 100

While evaluating the performance,the biased views shall be avoided.

Scientific way of evaluation of the performance and improvement in areas where the individuals lacking.

Mid year review will reveal the performance level and competencies required for effectives functioning.

While the study was under taken certain limitations are encountered. The present study is subjected to the following limitations:

The study was subjected to the information provided by the executives/supervisors of the organization.

Due to insufficiency of the time the study not covered all the KPAs of the executives in the firm.

Another limitation of the study is that some executives of the company have declined to provide the required information.

The study reveals that the performances of the Executives are being evaluated through KPA system.

The KPA system and PCCS card are playing vital role in evaluation of the performance without any bias.

Marks/ Grading being done at the year end based on the actual performance against the committed task at the beginning of the year.

Based on the Marks/ Grade obtained, the Incentives and Promotions are awarded.

At the year end actual performance of the individual is first self evaluated and submitted to the reporting officers for awarding marks which are subsequently endorsed/modified by the reviewing officers.

The whole exercise reveals the Core Competence of the executives technical, functional and cross functional skills of the individuals.

In fine, the study conducted on Analysis of Performance Cum Competency Score Card of Executives in TPS-1 Expansion, is an effective tool in accessing the performance of the executives/objectives, and without any bias.